{"id":19726,"date":"2024-01-28T08:22:43","date_gmt":"2024-01-28T05:22:43","guid":{"rendered":"https:\/\/exegens.com\/respectul-fata-de-oameni-2\/"},"modified":"2024-02-20T22:08:46","modified_gmt":"2024-02-20T19:08:46","slug":"respectul-fata-de-oameni-2","status":"publish","type":"post","link":"https:\/\/exegens.com\/ro\/respectul-fata-de-oameni-2\/","title":{"rendered":"Respectul fa\u021b\u0103 de oameni"},"content":{"rendered":"<div class=\"wpb-content-wrapper\"><p>[vc_row][vc_column][vc_column_text]<span style=\"color: #339966;\"><strong>Seria productie: PC &#8211; 01<\/strong><\/span><\/p>\n<p><span style=\"color: #339966;\"><strong>Volumul 1, Num\u0103rul 4<\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><strong>Echilibrul dintre orele de munc\u0103 \u0219i odihna optim\u0103 a angaja\u021bilor<\/strong> este din ce in ce mai afectat de orele lungi de munc\u0103, de surmenaj, de epuizare etc. Toate acestea determin\u0103 <strong>sc\u0103derea productivit\u0103\u021bii muncii \u0219i afectarea moralului \u0219i s\u0103n\u0103t\u0103\u021bii oamenilor<\/strong>. Pe fondul uzurii, reducerea implic\u0103rii angaja\u021bilor genereaz\u0103 <strong>pierderi ascunse majore \u00een companii<\/strong>.<\/p>\n<p><strong>Productivitatea muncii este o preocupare at\u00e2t pentru angaja\u021bi, c\u00e2t \u0219i pentru organiza\u021bii.<\/strong><\/p>\n<p style=\"text-align: justify;\">Pentru companii, <strong>\u00een 2023<\/strong>, reducerea costurilor a fost declarat\u0103 prioritatea principal\u0103 pentru 42% dintre directorii executivi pentru a sus\u021bine reforma companiilor-spune un studiu global <a href=\"https:\/\/www.pwc.com\/us\/en\/library\/pulse-survey\/business-growth-through-recession-uncertainty.html\">Price Waterhouse Cooper (PWC)<\/a>.\u00a0<strong>At\u00e2t in 2024, c\u00e2t \u0219i \u00een anii care vin<\/strong>, aceast\u0103 tendin\u021b\u0103 este \u00een cre\u0219tere accentuat\u0103.<\/p>\n<p style=\"text-align: justify;\"><strong> Multe companii sunt nemul\u021bumite de activit\u0103\u021bile de \u00eembun\u0103t\u0103\u021bire a productivit\u0103\u021bii pentru a sus\u021bine reducerea costurilor. <\/strong><\/p>\n<p>[\/vc_column_text][vc_row_inner][vc_column_inner width=&#8221;1\/1&#8243;][vc_column_text]<strong>\u00cen acest num\u0103r:<\/strong><\/p>\n<ul>\n<li style=\"text-align: justify;\"><strong>Necesitatea<\/strong> \u00eembun\u0103t\u0103tirii productivit\u0103tii muncii<\/li>\n<li style=\"text-align: justify;\"><strong>Structuri de losses<\/strong> pentru productivitatea muncii<\/li>\n<li style=\"text-align: justify;\"><strong>3 Perspective<\/strong> de crestere a productivit\u0103tii muncii<\/li>\n<li style=\"text-align: justify;\"><strong>14 Beneficiile<\/strong> ale cresterii productivit\u0103tii muncii<\/li>\n<li style=\"text-align: justify;\"><strong>3 Faze<\/strong> ale implement\u0103rii programului<\/li>\n<li style=\"text-align: justify;\"><strong>2 exemple<\/strong> de rezultate ale practicilor noastre<\/li>\n<li style=\"text-align: justify;\">Despre <strong>Exegens<\/strong> si conceptul sau <strong>Strategic KAIZEN<\/strong><\/li>\n<\/ul>\n<p>[\/vc_column_text][vc_column_text]<strong>Subiectele speciale de interes:<\/strong><\/p>\n<ol style=\"text-align: left;\">\n<li style=\"text-align: justify;\">Realizarea <strong>echilibrului<\/strong> dintre munca rezonabil\u0103 \u0219i starea de bine a operatorilor prin metode de munc\u0103 eficace;<\/li>\n<li style=\"text-align: justify;\"><strong>Con\u0219tientizarea<\/strong> nivelului pierderilor cu manopera direct\u0103 pentru <strong>\u201dM\u201d, \u201dP\u201d \u0219i \u201dU\u201d<\/strong>;<\/li>\n<li style=\"text-align: justify;\"><strong>Valorizarea pierderilor cu manopera direct\u0103 in costuri<\/strong> pentru \u201dM\u201d, \u201dP\u201d \u0219i \u201dU\u201d;<\/li>\n<li style=\"text-align: justify;\">Necesitatea unui <strong>master plan<\/strong> ref\u0103cut continuu pentru cre\u0219terea consistent\u0103 a productivit\u0103\u021bii muncii pentru \u201dM\u201d, \u201dP\u201d \u0219i \u201dU\u201d.<\/li>\n<\/ol>\n<p>[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=&#8221;1\/2&#8243;][vc_column_text]<\/p>\n<p style=\"text-align: justify;\"><strong>Managerii companiilor spun adesea ca au nevoie s\u0103:<\/strong><\/p>\n<ol>\n<li style=\"text-align: justify;\">\u0219tie <strong>c\u00e2t de mult \u00ee\u0219i pot \u00eembun\u0103t\u0103\u021bi productivitatea<\/strong> \u0219i cum pot face asta <strong>f\u0103r\u0103 investi\u021bii<\/strong> \u0219i <strong>respect\u00e2nd continuu oamenii<\/strong>. Ei spun c\u0103 <strong>nu \u0219tiu nivelul pierderilor din procese<\/strong> \u0219i cum ar trebui acestea abordate consistent \u0219i <strong>vizibil financiar<\/strong>;<\/li>\n<li style=\"text-align: justify;\">\u0219tie <strong>dac\u0103 personalul este alocat corespunz\u0103tor<\/strong> fiec\u0103rui proces \u0219i <strong>cum s\u0103 reduc\u0103 costurile cu for\u021ba de munc\u0103 f\u0103r\u0103 a afecta procesele<\/strong>;<\/li>\n<li style=\"text-align: justify;\">cunoasc\u0103 <strong>performan\u021ba real\u0103 a oamenilor<\/strong> pentru a sus\u021bine schimbarea organiza\u021biei prin <strong>dezvoltarea continu\u0103 a aptitudinilor \u0219i cuno\u0219tin\u021belor angaja\u021bilor<\/strong>.<\/li>\n<\/ol>\n<p>[\/vc_column_text][\/vc_column_inner][vc_column_inner width=&#8221;1\/2&#8243;][vc_column_text]<a href=\"https:\/\/exegens.com\/wp-content\/uploads\/2024\/02\/Strategic-Kaizen_-productie_-costuri-reduse-cu-manopera-directa.pdf\" target=\"_blank\" rel=\"noopener\">PDF File: Strategic KAIZEN for Respect for People<\/a>[\/vc_column_text][vc_single_image image=&#8221;19689&#8243; img_size=&#8221;medium&#8221; add_caption=&#8221;yes&#8221; onclick=&#8221;custom_link&#8221; img_link_target=&#8221;_blank&#8221; link=&#8221;https:\/\/exegens.com\/wp-content\/uploads\/2024\/02\/Strategic-Kaizen_-productie_-costuri-reduse-cu-manopera-directa.pdf&#8221;][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=&#8221;1\/1&#8243;][vc_column_text]<\/p>\n<h4><strong>Productivitatea Muncii: 3 Perspective de Cre\u0219tere<\/strong><\/h4>\n<p>[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=&#8221;1\/1&#8243;][vc_column_text]<\/p>\n<p style=\"text-align: justify;\">\u00cembun\u0103t\u0103\u021birea productivit\u0103\u021bii muncii este determinat\u0103 de <strong>3 aspecte<\/strong>: <strong>M<\/strong>etod\u0103 &#8211; <strong>\u201dM\u201d,<\/strong>\u00a0<strong>P<\/strong>erforman\u021b\u0103 &#8211; <strong>\u201dP\u201d<\/strong> \u0219i\u00a0<strong>U<\/strong>tilizare &#8211; <strong>\u201dU\u201d<\/strong>.<\/p>\n<p>[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=&#8221;1\/2&#8243;][vc_column_text]<\/p>\n<ol>\n<li style=\"text-align: justify;\"><strong>M<\/strong> (metoda proces\u0103rii): <em>Po\u021bi \u00eembun\u0103t\u0103\u021bi \u0219i mai mult metoda de produc\u021bie respect\u00e2nd oamenii (eficacitate)?<\/em><\/li>\n<li style=\"text-align: justify;\"><strong>P<\/strong> (eficien\u021ba proces\u0103rii): <em>Po\u021bi multiplica\/imita metodele oamenilor de succes?<\/em><\/li>\n<li style=\"text-align: justify;\"><strong>U<\/strong> (gradul de utilizare eficient\u0103): <em>Po\u021bi cre\u0219te num\u0103rul de activit\u0103\u021bii creatoare de valoare?<\/em><\/li>\n<\/ol>\n<p style=\"text-align: justify;\"><strong>Noi definim structuri de losses pentru fiecare din cele 3 perspective<\/strong>, <strong>\u021binem cont de caracteristicile fiec\u0103rui loc de munc\u0103<\/strong> \u0219i <strong>cuantific\u0103m \u00een costuri aceste losses<\/strong> pentru a <strong>defini \u00eentregul potential de \u00eembun\u0103t\u0103\u021bire fezabil\u0103 a productivit\u0103\u021bii for\u021bei de munc\u0103 direct\u0103<\/strong> (<em>man*hour by product<\/em>) &#8211; poten\u021bial (sau <strong>KAIZENshiro costs<\/strong>) abordat prin proiecte <strong>Strategic KAIZEN.<\/strong><\/p>\n<p>[\/vc_column_text][\/vc_column_inner][vc_column_inner width=&#8221;1\/2&#8243;][vc_column_text][\/vc_column_text][vc_single_image image=&#8221;19697&#8243; img_size=&#8221;medium&#8221; add_caption=&#8221;yes&#8221; onclick=&#8221;img_link_large&#8221; img_link_target=&#8221;_blank&#8221;][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=&#8221;1\/1&#8243;][vc_column_text]<\/p>\n<p style=\"text-align: justify;\">Adesea managerii consider\u0103 c\u0103 <strong>structura pierderilor nu este clar\u0103<\/strong>, iar cheia \u00eembun\u0103t\u0103\u021birii productivit\u0103\u021bii este vizualizarea structurii losses \u0219i a vizualiz\u0103rii st\u0103rii de implementare a \u00eembun\u0103t\u0103\u021birii productivit\u0103\u021bii \u00een conexiune continu\u0103 cu celelalte obiective strategice ale companiei lor. Aceasta este menirea <strong>Metodologiei Strategic KAIZEN<\/strong>. In figura de mai jos este un exemplu sintetic de m\u0103surare a productivit\u0103\u021bii muncii (starea ini\u021bial\u0103; o companie din industria de componente electronice). <strong>Productivitatea \u021bint\u0103: M * P * U = 90%.<\/strong><\/p>\n<p>[\/vc_column_text][vc_column_text]<\/p>\n<p style=\"text-align: center;\"><a href=\"https:\/\/exegens.com\/wp-content\/uploads\/2024\/01\/Productivitatea-muncii-si-componentele-sale-MPU_Exegens_Strategic-Kaizen-scaled.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"alignleft wp-image-19679 size-large\" src=\"https:\/\/exegens.com\/wp-content\/uploads\/2024\/01\/Productivitatea-muncii-si-componentele-sale-MPU_Exegens_Strategic-Kaizen-600x285.jpg\" alt=\"\" width=\"600\" height=\"285\" srcset=\"https:\/\/exegens.com\/wp-content\/uploads\/2024\/01\/Productivitatea-muncii-si-componentele-sale-MPU_Exegens_Strategic-Kaizen-600x285.jpg 600w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/01\/Productivitatea-muncii-si-componentele-sale-MPU_Exegens_Strategic-Kaizen-300x142.jpg 300w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/01\/Productivitatea-muncii-si-componentele-sale-MPU_Exegens_Strategic-Kaizen-768x365.jpg 768w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/01\/Productivitatea-muncii-si-componentele-sale-MPU_Exegens_Strategic-Kaizen-1536x729.jpg 1536w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/01\/Productivitatea-muncii-si-componentele-sale-MPU_Exegens_Strategic-Kaizen-2048x973.jpg 2048w\" sizes=\"auto, (max-width: 600px) 100vw, 600px\" \/><\/a><\/p>\n<p>[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=&#8221;1\/1&#8243;][vc_column_text]<\/p>\n<h5 style=\"text-align: justify;\"><strong>14 Beneficii ale cre\u0219terii productivit\u0103\u021bii muncii <\/strong>(respectul fa\u021b\u0103 de oameni prin metode de munc\u0103 optime)<\/h5>\n<p style=\"text-align: justify;\"><strong>De la vizualizarea detaliat\u0103 a structurii pierderilor manoperei directe la un sistem de management al productivit\u0103\u021bii (Strategic KAIZEN)<\/strong><\/p>\n<p style=\"text-align: justify;\">Pornind de la studiul fezabilit\u0103\u021bii \u00eembun\u0103t\u0103\u021birii productivit\u0103\u021bii \u0219i folosind pe deplin <strong>Ingineria Industrial\u0103<\/strong>\u00a0stabilim direc\u021bia de \u00eembun\u0103t\u0103\u021bire.<\/p>\n<p style=\"text-align: justify;\">Apoi, detalierea direc\u021biilor de \u00eembun\u0103t\u0103\u021bire se concretizeaz\u0103 \u00eentr-un plan de implementare pentru a se monitoriza progresul pentru:<\/p>\n<p><strong>A) Metoda de inginerie<\/strong> (crearea reformei productivit\u0103\u021bii):<br \/>\n1. cre\u0219terea capacit\u0103\u021bii echipamentelor\/liniilor \u00een procesul bottleneck;<br \/>\n2. alocarea optim\u0103 a personalului;<br \/>\n3. \u00eembun\u0103t\u0103\u021birea set-up time \u0219i a muncii;<br \/>\n4. reducerea ciclului de timp al echipamentelor;<br \/>\n5. con\u021binuturile designului de produs: redesign pentru o munc\u0103 de asamblare u\u0219oar\u0103;<\/p>\n<p><strong>B) Performan\u021ba<\/strong> (executarea reformei productivit\u0103\u021bii; m\u0103surarea muncii):<br \/>\n6. stabilirea standard time;<br \/>\n7. modelarea viitoare necesar\u0103 \u021bin\u00e2nd cont de \u021bintele TAKT PROFIT;<br \/>\n8. \u00eembun\u0103t\u0103\u021birea performan\u021bei muncii;<br \/>\n9. \u00eembun\u0103t\u0103\u021birea defectelor \u0219i a randamentului;<br \/>\n10. training pentru noile abilit\u0103\u021bi ale personalului;<\/p>\n<p><strong>C) Utilizarea<\/strong> (reforma planific\u0103rii \u0219i controlului productivit\u0103\u021bii):<br \/>\n11. training \u00een ingineria industrial\u0103;<br \/>\n12. managementul reducerii costurilor;<br \/>\n13. \u00eembun\u0103t\u0103\u021birea manoperei indirecte;<br \/>\n14. reforma planific\u0103rii produc\u021biei;[\/vc_column_text][vc_column_text]<\/p>\n<p style=\"text-align: justify;\"><strong>Scopurile sistemului de management Strategic KAIZEN pentru promovarea continua a cre\u0219terii productivit\u0103\u021bii muncii:<\/strong><\/p>\n<p style=\"text-align: justify;\">1. <strong>Vizualizarea<\/strong> con\u021binutul implement\u0103rilor \u021bin\u00e2nd cont de \u021bintele KPIs;<br \/>\n2. <strong>Stabilirea \u021bintei<\/strong> de \u00eembun\u0103t\u0103\u021bire strategic\u0103 a productivit\u0103\u021bii;<br \/>\n3. Stabilirea <strong>priorit\u0103\u021bilor<\/strong> de \u00eembun\u0103t\u0103\u021bire \u00een func\u021bie de obiectivele strategice;<br \/>\n4. Stabilirea <strong>etapelor de execu\u021bie \u0219i a subdiviziunilor<\/strong> acestora \u00een timp;<br \/>\n5. Stabilirea <strong>termenelor limit\u0103 clare<\/strong> pentru fiecare pas.<\/p>\n<p>[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=&#8221;1\/1&#8243;][vc_column_text]<\/p>\n<h5 style=\"text-align: justify;\"><strong>Pa\u0219ii de consultan\u021b\u0103:<\/strong> rezultate semnificative cu investi\u021bii minime<\/h5>\n<p>[\/vc_column_text][vc_column_text]<\/p>\n<p style=\"text-align: justify;\"><strong>De la vizualizarea detaliat\u0103 a structurii pierderilor manoperei directe la un sistem de management al productivit\u0103\u021bii (Strategic Kaizen)<\/strong><\/p>\n<p>[\/vc_column_text][vc_column_text]<a href=\"https:\/\/exegens.com\/wp-content\/uploads\/2024\/01\/Pasi-de-consultanta-optimizare-costuri-prin-cresterea-productivitatii-muncii_MPU_Exegens_Strategic_Kaizen-scaled.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"alignleft wp-image-19706 size-large\" src=\"https:\/\/exegens.com\/wp-content\/uploads\/2024\/01\/Pasi-de-consultanta-optimizare-costuri-prin-cresterea-productivitatii-muncii_MPU_Exegens_Strategic_Kaizen-600x305.jpg\" alt=\"\" width=\"600\" height=\"305\" srcset=\"https:\/\/exegens.com\/wp-content\/uploads\/2024\/01\/Pasi-de-consultanta-optimizare-costuri-prin-cresterea-productivitatii-muncii_MPU_Exegens_Strategic_Kaizen-600x305.jpg 600w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/01\/Pasi-de-consultanta-optimizare-costuri-prin-cresterea-productivitatii-muncii_MPU_Exegens_Strategic_Kaizen-300x153.jpg 300w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/01\/Pasi-de-consultanta-optimizare-costuri-prin-cresterea-productivitatii-muncii_MPU_Exegens_Strategic_Kaizen-768x391.jpg 768w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/01\/Pasi-de-consultanta-optimizare-costuri-prin-cresterea-productivitatii-muncii_MPU_Exegens_Strategic_Kaizen-1536x782.jpg 1536w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/01\/Pasi-de-consultanta-optimizare-costuri-prin-cresterea-productivitatii-muncii_MPU_Exegens_Strategic_Kaizen-2048x1043.jpg 2048w\" sizes=\"auto, (max-width: 600px) 100vw, 600px\" \/><\/a>[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text]<\/p>\n<h5 style=\"text-align: justify;\"><strong>Rezultatele practicilor noastre<\/strong><\/h5>\n<p style=\"text-align: justify;\"><strong>Exemplul 1:<\/strong> Compania A (prelucr\u0103ri metalice; manufacturare \u0219i linii \u0219i celule de asamblare).<\/p>\n<ul>\n<li style=\"text-align: justify;\"><em>Context: d<\/em>eteriorarea structurii profitului din cauza cre\u0219terii pre\u021bului unitar al materialelor din o\u021bel;<\/li>\n<li style=\"text-align: justify;\"><em>Tema:<\/em> reducerea costurilor prin \u00eembun\u0103t\u0103\u021birea productivit\u0103\u021bii muncii pentru un num\u0103r de 180 de operatori viza\u021bi;<\/li>\n<li style=\"text-align: justify;\"><em>Rezultate:<\/em> <strong>\u00eembun\u0103t\u0103\u021birea general\u0103 a productivit\u0103\u021bii muncii cu 118% \u00een 1,5 ani<\/strong> \u0219i implementarea sistemului de management al productivit\u0103\u021bii manoperei (concentrarea pe inovarea metodelor de munc\u0103 f\u0103r\u0103 investi\u021bii).<\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><strong>Exemplul 2:<\/strong> Compania B (industria alimentar\u0103; linie semiautomat\u0103)<\/p>\n<ul>\n<li style=\"text-align: justify;\"><em>Context:<\/em> solicit\u0103ri de reducere a costurilor din partea clien\u021bilor;<\/li>\n<li style=\"text-align: justify;\"><em>Tema:<\/em> \u00eembun\u0103t\u0103\u021birea cu 120% a productivit\u0103\u021bii muncii pentru 230 operatori viza\u021bi;<\/li>\n<li style=\"text-align: justify;\"><em>Rezultate:<\/em><strong> \u00eembun\u0103t\u0103\u021birea productivit\u0103\u021bii muncii cu 135% \u00een 1,2 ani<\/strong> \u0219i crearea sistemului de m\u0103surare\/\u00eembun\u0103t\u0103\u021bire a productivit\u0103\u021bii pe nivele ierarhice (cu metode de munc\u0103 mai u\u0219oare, mai \u00een siguran\u021b\u0103, mai rapide, mai bune \u0219i mai ieftine; inclusiv pentru munca indirect\u0103).<\/li>\n<\/ul>\n<p>[\/vc_column_text][vc_column_text]<\/p>\n<h5><strong>Concluzie<\/strong><\/h5>\n<p><strong>Respectul fa\u021b\u0103 de oameni<\/strong> nu este doar un slogan, ci ar trebui s\u0103 fie o fundamentare profund\u0103 a practicilor \u0219i culturii companiilor. Respectul fa\u021b\u0103 de oameni contribuie la cre\u0219terea angajamentului angaja\u021bilor, la dezvoltarea continu\u0103 \u0219i la succesul organiza\u021bional. \u00cenc\u0103rcarea optim\u0103\/normal\u0103 cu sarcini a oamenilor este esen\u021bial\u0103 pentru a sus\u021bine efortul muncii pe termen mediu \u0219i lung, pentru a ar\u0103ta concret respectul fa\u021b\u0103 de oameni.<\/p>\n<p>\u00cen exemplul de mai sus, prin programul nostru de consultan\u021b\u0103, compania (din industria de componente electronice) a ajuns la o capacitate de produc\u021bie planificata \u0219i realizat\u0103 de <strong>21,5 de ore din 24 de ore (MPU a crescut de la 41% la 90% \u00een decurs de 1,2 ani)<\/strong> prin reducerea\/eliminarea \u201dstop losses\u201d, \u201dwork losses\u201d \u0219i mai ales a \u201dmethod losses\u201d. Efortul operatorilor s-a redus vizibil. Moralul lor a crescut. Participarea lor activ\u0103 la \u00eembun\u0103t\u0103\u021biri a crescut semnificativ \u0219i vizibil la nivel opera\u021bional \u0219i financiar (\u021bintele <strong>TAKT PROFIT<\/strong> au fost \u00eendeplinite continuu).<\/p>\n<p>A\u0219adar, \u00een zilele noastre \u0219i \u00een viitor, este evident faptul c\u0103 <strong>\u00eembun\u0103t\u0103\u021birea competitivit\u0103\u021bii costurilor<\/strong> este elementul prioritar pentru reforma produc\u021biei. Pe de alt\u0103 parte, faptul c\u0103 \u00een ultimul timp \u00een multe companii productivitatea nu s-a \u00eembun\u0103t\u0103\u021bit prea mult este principala problem\u0103. Simpla eliminarea a \u201dwaste\u201d \u00een mod ad-hoc (proiecte Kaizen tradi\u021bionale cu o abordare empiric\u0103) sau imitarea exemplelor de succes din alte companii conduc la ceva rezultate. Cu toate acestea, companiile ar fi bine s\u0103 ia \u00een considerare dezvoltarea <strong>planurilor robuste de \u00eembun\u0103t\u0103\u021bire a productivit\u0103\u021bii<\/strong>. Planuri bazate pe o abordare \u0219tiin\u021bific\u0103 a costurilor aferente \u201dlosses\u201d \u0219i \u201dwaste\u201d ale manoperei directe \u0219i nu numai. In acest fel, a\u0219tept\u0103rile pe termen mediu \u0219i lung a directorilor executivi sunt duse la \u00eendeplinire prin planurile de \u00eembun\u0103t\u0103\u021bire a productivit\u0103\u021bii.<\/p>\n<p><strong>Vizualizarea structurii costurilor asociate pierderilor<\/strong> \u0219i <strong>vizualizarea st\u0103rii de implementare a \u00eembun\u0103t\u0103\u021birii<\/strong> sunt cheile pentru planificarea \u0219i implementarea activit\u0103\u021bilor de \u00eembun\u0103t\u0103\u021bire a productivit\u0103\u021bii prin programul nostru &#8211; menirea metodologiei Strategic KAIZEN.<\/p>\n<p><strong>Strategic Kaizen: The Gateway to Business Excellence<\/strong>[\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"<p>[vc_row][vc_column][vc_column_text]Seria productie: PC &#8211; 01 Volumul 1, Num\u0103rul 4 Echilibrul dintre orele de munc\u0103 \u0219i odihna optim\u0103 a angaja\u021bilor este din ce in ce mai afectat de orele lungi de munc\u0103, de surmenaj, de epuizare etc. Toate acestea determin\u0103 sc\u0103derea productivit\u0103\u021bii muncii \u0219i afectarea moralului \u0219i s\u0103n\u0103t\u0103\u021bii oamenilor. Pe fondul uzurii, reducerea implic\u0103rii angaja\u021bilor genereaz\u0103 [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":19667,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[418],"tags":[347,348,367,284,286,419],"class_list":["post-19726","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategic-kaizen","tag-excelenta-operationala","tag-imbunatatirea-continua","tag-kaizen","tag-productivitate-ro","tag-profitabilitate-ro","tag-strategic-kaizen-ro"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.7 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Respectul fa\u021b\u0103 de oameni - Exegens\u00ae<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/exegens.com\/ro\/respectul-fata-de-oameni-2\/\" \/>\n<meta property=\"og:locale\" content=\"ro_RO\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Respectul fa\u021b\u0103 de oameni - Exegens\u00ae\" \/>\n<meta property=\"og:description\" content=\"[vc_row][vc_column][vc_column_text]Seria productie: PC &#8211; 01 Volumul 1, Num\u0103rul 4 Echilibrul dintre orele de munc\u0103 \u0219i odihna optim\u0103 a angaja\u021bilor este din ce in ce mai afectat de orele lungi de munc\u0103, de surmenaj, de epuizare etc. Toate acestea determin\u0103 sc\u0103derea productivit\u0103\u021bii muncii \u0219i afectarea moralului \u0219i s\u0103n\u0103t\u0103\u021bii oamenilor. 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